The mediating effects of leader integrity with transparency in communication and work engagement/performance

Abstract

We examined in a 3-month longitudinal study how leader behavioral integrity relates to individual follower work engagement, and how that relationship, in turn, connects to performance. We hypothesized that ratings of leader behavioral integrity would mediate the relationship between leader transparent communication and follower work engagement, which would also have a positive relationship with performance. We tested our hypotheses using data collected from military cadets (n=451), who each rated their respective leader. Our findings show that followers who rated their leaders as exhibiting more transparent communication at Time 1, also rated themselves as more engaged in their work role at Time 2 (3weeks later), and that their perceptions of leader behavioral integrity mediated that relationship. Follower engagement also positively related to third-party ratings of follower performance at Time 3 lagged 3months. We discuss the implications of these findings for research on leader integrity, authenticity, follower engagement, and performance.